The Impact Of Remote Work And Digital Transformation On Employee Well-being – The COVID-19 pandemic has forced many workers to work from home, and the extent of the shift to remote work is staggering. Before the pandemic, about 15% of American workers worked from home at least some of the time.1 During the first half of April, half of American workers did all of their work from home. see far

This rapid change has revealed the problems of remote work that people may not have been aware of when this practice was weak. To understand these issues, we conducted two surveys in April. Earlier this month, we surveyed 441 HR leaders around the world, asking them about the most important challenges they are facing during the COVID-19 pandemic, what they have to do , and what has worked well in their organizations. see. The main concerns – protecting the health and well-being of workers (cited by 22% of all respondents), saving jobs (12%), and complying with government regulations (6%) – highlight the challenges of solve public health problems and economic recession. .

The Impact Of Remote Work And Digital Transformation On Employee Well-being

However, many problems are often mentioned, which are caused by the speed in remote work. A fifth of all HR leaders cited a general challenge in moving from on-site to remote work, and others listed specific challenges, including retaining remote employees (17%), who well (7%) and connected (5%).

Us Remote Work Survey: Pwc

Working remotely has brought new challenges, but the good news is that organizations around the world are experimenting with creative solutions to these challenges. To learn more about these experiments and what works, we conducted a second study focusing on the transition to remote work on April 2. The COVID-19 Pulse HR platform is an interactive platform that can enable organizations to conduct real-time testing. To determine the most important, we used a discussion created by Waggl that provides a comparison of the answers and allows users to vote so that the most popular advice goes up to the managers.4

More than 400 HR managers and other employees participated in the second survey, in which they described the most important results their organizations have made to support remote work.5 in 19 industries, but almost all (93%) worked in organizations with a percentage of them working from home, due to COVID-19.

To analyze the key points in their responses, we used a language platform developed by MIT that divides the text into hundreds of topics that managers can do, such as “sharing best practices in remote work” and “managing tasks of the community,” with high standards. degree of accuracy. We have grouped the topics into six broad themes that together capture most of the ideas discussed. (See “How organizations can help employees transition to remote work.”)

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The authors surveyed more than 350 HR managers and other employees at the end of April 2020 and asked them to describe the most important results that their organizations have done to promote their transition to remote work during the crisis. of COVID-19. Using the natural language processing platform from CultureX, the authors analyzed responses to hundreds of topics and grouped topics under different categories.

Source: HR’s COVID-19 Pulse survey conducted by CultureX, Josh Bersin, and Waggl from April 19 to April 29, 2020.

Providing hardware, online support, and communication tools to facilitate remote work may seem like a prevention and control problem, and it is. However, when asked what enabled them to switch to remote work, 45% of all respondents cited company-provided or -sponsored technology, including software tools, collaboration such as Zoom and Microsoft Teams, high-speed home Wi-Fi, or furniture. Senior managers may use home priorities for approval, but many remote workers lack these basics for the first time.

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Funding the purchase of new home equipment or sending employees technology equipment to work from home is a cash advance that organizations should not repeat. Other factors, however, may be more important than the current housing order. Most epidemiologists predict that there will be outbreaks of COVID-19 – and temporary isolation – until an effective vaccine is available. . In fact, three-quarters of fund managers plan to transition at least some of their employees to full-time jobs after the pandemic.7

1. Ensure regular, transparent, and consistent communication. When employees work from home, they can feel disconnected from their organizations, and nearly half (47%) of the participants in our survey said that effective communication is important to adapting to remote work. Using the words used to identify key points in the answers, we concluded that the best communication has five characteristics: It is active, it is open, it is part of a conversation between two people in a way, to easy to move and maintain. These communication methods are good in general, but they are especially important when the company’s employees are distributed.

Normally. More than one in 10 respondents listed effective communication as the most effective way their company supported their transition to remote work. To ensure regular communication, many organizations have created daily or weekly updates from the CEO and make them available to all employees in real time. When it comes to the type of communication employees always choose, video updates and webinars are considered more effective than email.

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The transparent ones. Employees appreciate managers who explain their decisions and clarify the reasons behind those decisions. When listing what works best, the second answer is about “frequent and full transparency of communication about business impact, decisions, board ideas, and leadership.” One HR manager noted the importance of “being transparent about the financial impact [of COVID-19] is having on the business and discussing options to make sure that everyone doesn’t get cut.”

Two methods. Employees benefit from tools such as a weekly check-in or a dedicated COVID-19 email account that allows them to anonymously share feedback and ask questions in a timely manner. Town halls and fireside chats provide another place for employees to share their concerns and ask questions. Some workplaces have created COVID-19 response teams that focus on raising concerns and questions from employees, finding the right person to respond, and providing those answers.

It’s easy to walk. Many respondents called the center with issues related to remote work and COVID-19. Practical tools include frequently asked questions (updated daily), virtual training materials on common topics (such as virtual group management and online forums), video messages saved from leaders, and far-reaching success stories from colleagues. They also stressed the need to discuss clear guidelines on HR policies that are very important during the COVID-19 period, such as sick days, vacation time and required work hours.

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The same thing. An oft-cited obstacle to effective communication is conflicting messages from different parts of the organization. Different functions, including HR, finance, legal and operations, must deliver a unified message to all stakeholders, including front-line employees, remote workers, vendors, developers, consultants and customers. Middle managers and front-line teams need to ensure that their communications are consistent with higher-level reporting teams.

2. Provide physical and psychological support. In the midst of the global pandemic, it is not surprising that 15% of respondents identified companies that support COVID-19 tests, masks and drugs against the flu as a good way for their companies to who took to protect the health of workers. Surprisingly, staff are almost twice as likely (29%) to praise measures to support mental health and help them combat isolation.

Isolation among remote workers is not a new challenge — in fact, 6 in 10 remote workers reported feeling isolated before COVID-19 — but ata has helped focus this problem. said trend is one in every 10 people who completed HR’s COVID-19 Pulse survey. When more than 2,000 visitors who came to the platform listed the answers, the answers that talked about checking the workers were the ones that were given the most. Top-quartile respondents (based on positive polls received) mention checking employees 21% of the time, compared to 7% of bottom-quarter respondents. (See “How employees are exploring ways to improve remote work.”)

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The authors surveyed 350 HR managers and other employees to see what key things their organizations have done to support remote work during the COVID-19 crisis. . These answers were sorted into six main categories, and 2,000 people voted on the answers they found most useful. The responses were divided into quartiles based on the number of positive votes, or “high votes,” they received.

Virtual activities, such as lunch and learns, coffee breaks, online classes, and happy hours, are also frequently cited as ways companies can help employees overcome stress. them. These actions are not reported by voters and are just as likely to be resolved with low responses as with high ones. Something

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